《企業(yè)管理碩士論文：基于平衡計(jì)分卡的小米公司戰(zhàn)略風(fēng)險(xiǎn)識(shí)別》由會(huì)員分享，可在線閱讀，更多相關(guān)《企業(yè)管理碩士論文：基于平衡計(jì)分卡的小米公司戰(zhàn)略風(fēng)險(xiǎn)識(shí)別（6頁珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、企業(yè)管理碩士論文：基于平衡計(jì)分卡的小米公司戰(zhàn)略風(fēng)險(xiǎn)識(shí)別 摘 要 　　隨著互聯(lián)網(wǎng)普及程度的大大提高以及信息通訊技術(shù)的突飛猛進(jìn)，順應(yīng)著時(shí)代的潮流誕生了一系列互聯(lián)網(wǎng)企業(yè)。而小米公司作為成立僅有九年的一家互聯(lián)網(wǎng)公司卻憑借著其獨(dú)有的商業(yè)模式在眾多互聯(lián)網(wǎng)企業(yè)中脫穎而出，快速成長為了在國內(nèi)處于領(lǐng)先地位的互聯(lián)網(wǎng)企業(yè)。其不僅憑借著 460 億美元的估值成為了國內(nèi)排名第三的獨(dú)角獸企業(yè)，而且還在 2018 年成功在香港證券交易所正式掛牌上市。小米公司的商業(yè)模式是企業(yè)以較低的利潤率銷售智能硬件之后，通過搭載在上面的 MIUI 系統(tǒng)為顧客提供互聯(lián)網(wǎng)服務(wù)。可以看出，小米公司本質(zhì)上是一家互聯(lián)網(wǎng)公司，

2、只不過其獲客渠道區(qū)別于傳統(tǒng)的互聯(lián)網(wǎng)企業(yè)。 　　小米公司對(duì)外銷售智能硬件的業(yè)務(wù)本質(zhì)上就是其互聯(lián)網(wǎng)業(yè)務(wù)的獲客渠道，這也是大眾對(duì)小米公司的認(rèn)知更傾向于其是一家硬件公司的原因。雖然這種商業(yè)模式能夠通過智能硬件的使用促進(jìn)小米公司互聯(lián)網(wǎng)業(yè)務(wù)用戶的粘性，但是由于其既涉及到智能硬件行業(yè)又涉及到互聯(lián)網(wǎng)行業(yè)，這使得小米公司在實(shí)現(xiàn)既定戰(zhàn)略目標(biāo)的工作中受到的各種影響更多，其所面臨的戰(zhàn)略風(fēng)險(xiǎn)更為復(fù)雜。在這種背景下，小米公司急需一種既簡便易行又行之有效的戰(zhàn)略風(fēng)險(xiǎn)管理工具。而目前，國內(nèi)外對(duì)戰(zhàn)略風(fēng)險(xiǎn)的研究更多的傾向于全面、精準(zhǔn)的對(duì)其定義、類型以及成因進(jìn)行闡述，很少有學(xué)者嘗試開發(fā)一種既簡單易懂，使企業(yè)管理者能夠

3、迅速熟練掌握又能和實(shí)務(wù)工作緊密結(jié)合的戰(zhàn)略風(fēng)險(xiǎn)管理理論。而學(xué)術(shù)界對(duì)平衡計(jì)分卡的認(rèn)識(shí)更多的是將其視為績效評(píng)價(jià)工具，雖然也有學(xué)者將其和風(fēng)險(xiǎn)管理相結(jié)合，但并未對(duì)其在戰(zhàn)略風(fēng)險(xiǎn)管理領(lǐng)域的應(yīng)用進(jìn)行深入研究。 　　本文根據(jù)上述背景利用平衡計(jì)分卡這種戰(zhàn)略管理工具對(duì)小米公司戰(zhàn)略風(fēng)險(xiǎn)管理的問題進(jìn)行研究。在理論部分，首先簡要介紹諸如研究背景、國內(nèi)外研究現(xiàn)狀、論文的基本框架等內(nèi)容，以其作為文章的起點(diǎn)，統(tǒng)領(lǐng)全文，然后借鑒了前人的研究內(nèi)容，為戰(zhàn)略風(fēng)險(xiǎn)進(jìn)行了定義并且介紹了貫穿于全文的平衡計(jì)分卡理論和風(fēng)險(xiǎn)管理理論，最后明確了將平衡計(jì)分卡引入戰(zhàn)略風(fēng)險(xiǎn)管理工作中的優(yōu)越性。在實(shí)踐部分，遵循傳統(tǒng)的風(fēng)險(xiǎn)管理理論，以小米公

4、司的戰(zhàn)略風(fēng)險(xiǎn)識(shí)別、小米公司的戰(zhàn)略風(fēng)險(xiǎn)評(píng)估、小米公司的戰(zhàn)略風(fēng)險(xiǎn)應(yīng)對(duì)三方面為基本思路開展工作。在小米公司的戰(zhàn)略風(fēng)險(xiǎn)識(shí)別過程中，首先介紹小米公司的主要業(yè)務(wù)以及其既定的戰(zhàn)略目標(biāo)，然后對(duì)其所處的戰(zhàn)略環(huán)境從宏觀、中觀、微觀三個(gè)角度進(jìn)行分析，最后對(duì)戰(zhàn)略目標(biāo)和戰(zhàn)略環(huán)境矛盾的方面，以平衡計(jì)分卡的四個(gè)維度為類別進(jìn)行歸納整理。在小米公司的戰(zhàn)略風(fēng)險(xiǎn)評(píng)估過程中，從風(fēng)險(xiǎn)發(fā)生的可能性以及風(fēng)險(xiǎn)發(fā)生后對(duì)戰(zhàn)略目標(biāo)的負(fù)面影響力兩個(gè)角度進(jìn)行評(píng)估，對(duì)于前者以簡單的模糊綜合評(píng)價(jià)法對(duì)風(fēng)險(xiǎn)發(fā)生的可能性進(jìn)行打分，對(duì)于后者用平衡計(jì)分卡的四個(gè)維度作為紐帶建立層次結(jié)構(gòu)，用層次分析法為戰(zhàn)略風(fēng)險(xiǎn)進(jìn)行賦權(quán)，以權(quán)重衡量各戰(zhàn)略風(fēng)險(xiǎn)的負(fù)面影響力。在小米公司的戰(zhàn)

5、略風(fēng)險(xiǎn)應(yīng)對(duì)過程中，首先針對(duì)平衡計(jì)分卡四個(gè)維度的性質(zhì)以及小米公司的組織框架，將風(fēng)險(xiǎn)應(yīng)對(duì)的工作進(jìn)行了分工，然后對(duì)于分析出的較為重點(diǎn)的戰(zhàn)略風(fēng)險(xiǎn)提出了應(yīng)對(duì)措施。 　　在對(duì)小米公司的戰(zhàn)略風(fēng)險(xiǎn)運(yùn)用平衡計(jì)分卡的思路進(jìn)行研究后發(fā)現(xiàn)，小米公司的總體戰(zhàn)略風(fēng)險(xiǎn)的評(píng)級(jí)十分接近于風(fēng)險(xiǎn)較低的等級(jí)，其諸如收入結(jié)構(gòu)風(fēng)險(xiǎn)、網(wǎng)絡(luò)負(fù)面信息風(fēng)險(xiǎn)等戰(zhàn)略風(fēng)險(xiǎn)需要重點(diǎn)關(guān)注，針對(duì)重點(diǎn)關(guān)注的戰(zhàn)略風(fēng)險(xiǎn)提出了諸如增強(qiáng)互聯(lián)網(wǎng)業(yè)務(wù)變現(xiàn)能力、正面回應(yīng)網(wǎng)絡(luò)負(fù)面信息等具體措施。可以說，本文不僅為企業(yè)的戰(zhàn)略風(fēng)險(xiǎn)管理找到了新的研究思路，從實(shí)務(wù)的角度詮釋了將平衡計(jì)分卡引入企業(yè)戰(zhàn)略風(fēng)險(xiǎn)管理工作的可行性及優(yōu)越性，而且還結(jié)合小米公司的具體情況為基于平衡

6、計(jì)分卡的戰(zhàn)略風(fēng)險(xiǎn)管理梳理出了一整套流程，既能加強(qiáng)小米公司戰(zhàn)略風(fēng)險(xiǎn)的管理水平，又能為其他類似企業(yè)的戰(zhàn)略風(fēng)險(xiǎn)管理工作提供借鑒。 　　關(guān)鍵詞：風(fēng)險(xiǎn)管理 平衡計(jì)分卡 戰(zhàn)略風(fēng)險(xiǎn) 層次分析法 　　Abstract 　　With the great increase in the popularity of the Internet and the rapid advancement ofinformation and communication technologies, a series of Internet companies have been bo

7、rnin line with the trend of the times As an Internet company founded only nine years ago,Xiaomi has stood out among many Internet companies with its unique business model and hasgrown rapidly to become a leading Internet company in China Not only has it become thethird-ranked unicorn company in Chin

8、a with a valuation of $46 billion, but it has also beenofficially listed on the Hong Kong Stock Exchange in 2018 Xiaomis business model is thatafter the company sells intelligent hardware at a lower profit margin, it provides Internetservices to customers through the MIUI system It can be seen that

9、Xiaomi Company isessentially an Internet company, except that its customer channel is different from traditionalInternet companies The business of Xiaomis external sales of intelligent hardware isessentially the channel of its Internet business This is why the publics perception of Xiaomiis more inc

10、lined to be a hardware company This business model can promote the stickiness ofXiaomis Internet business users through the use of intelligent hardware However, because itinvolves both the intelligent hardware industry and the Internet industry, it has made Xiaomimore impactful in achieving its stra

11、tegic goals, and its strategic risks are more complicated 　　Therefore, Xiaomi Company urgently needs a strategic risk management tool that is bothsimple and effective At present, the research on strategic risk at home and abroad tends toexplain its definition, type and cause of comprehensive

12、 and precise Few scholars are basedon the development of a strategic risk management theory that is simple and easy tounderstand, enabling business managers to quickly master and integrate with practical work 　　The academic communitys understanding of the Balanced Scorecard is more of aperfo

13、rmance evaluation tool Although some scholars have combined it with risk management,they have not conducted in-depth research on its application in the field of strategic riskmanagement 　　Based on the above background, this paper uses the strategic management tool of Balanced Scorecard to st

14、udy the issue of Xiaomis strategic risk management In thetheoretical part, firstly introduce the contents such as the research background, the researchstatus at home and abroad, the basic framework of the paper, etc, and use it as the startingpoint of the article to lead the full text Then draw on t

15、he research content of the predecessors,define the strategic risks and introduce the balanced scorecard theory and risk managementtheory throughout the full text Finally, the superiority of introducing the Balanced Scorecardinto strategic risk management is clearly defined In the practice part, foll

16、owing the traditionalrisk management theory, the basic ideas of Xiaomis strategic risk identification, Xiaomisstrategic risk assessment and Xiaomis strategic risk response are carried out In Xiaomisstrategic risk identification process, we first introduce Xiaomis main business and itsestablished str

17、ategic goals Then, the strategic environment in which it is located is analyzedfrom the perspectives of macro, meso and micro Finally, the four aspects of the balancedscorecard are classified into categories for the contradiction between the strategic objectivesand the strategic environment In Xiaom

18、is strategic risk assessment process, it evaluates fromthe perspective of the possibility of risk occurrence and the negative impact on the strategicobjectives after the risk occurs For the former, the risk of occurrence is scored by a simplefuzzy comprehensive evaluation method For the latter, the

19、hierarchy is first established usingthe four dimensions of the balanced scorecard as a link Then use AHP to determine theweight of strategic risks, and use weight to measure the negative impact of each strategic risk 　　In the strategic risk response process of Xiaomi Company, the work of ris

20、k response wasfirstly divided according to the nature of the four dimensions of the Balanced Scorecard andthe organizational framework of Xiaomi Company Then, countermeasures were put forwardfor the analysis of the more important strategic risks 　　After researching the idea of using the bala

21、nced scorecard for Xiaomis strategic risk, itwas found that Xiaomis overall strategic risk rating is very close to the lower risk level, andthere are some strategic risks that need to be focused on, such as the risk of income structureand the risk of brand and reputation damaged Thus Xiaomi company

22、should finish somespecific measures such as enhancing the ability of the Internet to liquidate and properly handling the negative information of the internet It can be said that this paper not only findsnew research ideas for strategic risk management of enterprises, but also explains thefeasibility

23、 and superiority of introducing balanced scorecard into enterprise strategic riskmanagement from the perspective of practice, and also combines the specific situation ofXiaomi Company A set of processes for strategic risk management based on balancedscorecards can not only strengthen the management

24、level of Xiaomis strategic risk, but alsoprovide reference for strategic risk management of other similar enterprises 　　Key Words:Risk management;Balanced scorecard;Strategic risk;Analytic hierarchyprocess 　　目 錄 　　一、緒 論 　?。ㄒ唬┭芯勘尘芭c研究意義 　　1.研究背景 　　隨著科學(xué)技術(shù)

25、越來越發(fā)達(dá)，新的行業(yè)也不斷出現(xiàn)，在如今網(wǎng)絡(luò)應(yīng)用已經(jīng)走進(jìn)了千家萬戶，而其他通信技術(shù)也在不斷進(jìn)步，順應(yīng)著時(shí)代的潮流誕生了一系列的互聯(lián)網(wǎng)企業(yè)。 　　北京小米科技有限責(zé)任公司（以下簡稱小米公司）就是其中的佼佼者。小米公司誕生于2010 年，是一家互聯(lián)網(wǎng)公司，但其卻以包括智能手機(jī)在內(nèi)的各種智能硬件為發(fā)家的起點(diǎn)。 　　從成立到現(xiàn)在，只用了九年的時(shí)間就已經(jīng)成長為了國內(nèi)互聯(lián)網(wǎng)企業(yè)的巨頭。根據(jù)國家權(quán)威機(jī)構(gòu)科技部在 2018 年公布的《中國獨(dú)角獸企業(yè)發(fā)展報(bào)告》中的數(shù)據(jù)來看，小米公司以 460 億美元的估值位列國內(nèi)獨(dú)角獸企業(yè)排名中的第三位。而在 2018 年 7 月 9 日，小米公司

26、又向前邁出了一大步，在香港證券交易所正式掛牌上市。 　　小米公司之所以能夠成長的如此迅速與其制定的商業(yè)模式關(guān)系密切，小米公司的商業(yè)模式是公司以線上線下相結(jié)合的銷售渠道向用戶出售各種搭載著由小米公司設(shè)計(jì)的MIUI 操作系統(tǒng)的智能手機(jī)或其他智能硬件商品，在擁有的大量智能硬件使用者的基礎(chǔ)上，為使用者提供豐富的互聯(lián)網(wǎng)業(yè)務(wù)?？梢钥闯?，小米公司最終的落腳點(diǎn)為互聯(lián)網(wǎng)業(yè)務(wù)，其最終目的是通過提供的互聯(lián)網(wǎng)服務(wù)變現(xiàn)來獲取收益，而現(xiàn)如今無論是從公司的財(cái)務(wù)數(shù)據(jù)還是從大眾認(rèn)知來看，對(duì)小米公司的認(rèn)識(shí)都更傾向于小米公司是一家以手機(jī)為主，以其他智能硬件為輔的智能硬件企業(yè)。這種理想與現(xiàn)實(shí)之間的差距為公司所制定的戰(zhàn)

27、略的實(shí)現(xiàn)蒙上了不確定性的面紗。 　　戰(zhàn)略管理的研究開端于二十世紀(jì)五六十年代的西方國家，距今只有五十多年的研究歷史，而國內(nèi)學(xué)者對(duì)戰(zhàn)略管理研究僅有二十余年的研究歷史。戰(zhàn)略風(fēng)險(xiǎn)管理作為戰(zhàn)略管理的一個(gè)分支，被人們所重視并研究的時(shí)間更加短暫，國外學(xué)術(shù)界到上世紀(jì)七八十年代才有學(xué)者首次針對(duì)戰(zhàn)略風(fēng)險(xiǎn)進(jìn)行定義，而國內(nèi)學(xué)術(shù)界對(duì)戰(zhàn)略風(fēng)險(xiǎn)進(jìn)行研究更是到二十一世紀(jì)初才開始。然而無論是戰(zhàn)略風(fēng)險(xiǎn)管理乃至于更高一層的戰(zhàn)略管理在提出之后都瞬間變成了學(xué)者們研究的熱點(diǎn)。到目前為止，國內(nèi)外學(xué)術(shù)界對(duì)戰(zhàn)略風(fēng)險(xiǎn)的具體含義還沒有一致的觀點(diǎn)，對(duì)戰(zhàn)略風(fēng)險(xiǎn)管理也更多注重的是理論方面的研究，還沒有一個(gè)能被廣大學(xué)者所共同承認(rèn)的既簡便易行又行之有效的研究戰(zhàn)略風(fēng)險(xiǎn)管理的理論。